“At the centre of the MMoL is a core purpose: to make a positive difference in the world.”

Values

“are empathetic and committed to seeing the world through others’ eyes;”

“are driven and routinely stretch to achieve challenging goals; “

“have integrity and are committed to doing the right thing even if it is not the popular thing; “

“are courageous and consider risk and failure to be necessary ingredients for innovation.”

leadership archetypes

“Robust Results (blue) represents the actions that leaders engage in to foster competition, perform under pressure, and deliver short-term results.”

“This archetype is often in direct tension with Collaborative Communities (yellow), which represents the actions involved in building high-quality relationships, empowering people, and cultivating trust and cohesion within teams. “

When we have specific goals, we tend to be more impatient even chaotic in our search from one strategy to another. If we discover a strategy to accomplish a goal, we don’t sit on that strategy long enough to figure out to what extend that strategy shapes performance. We tend move on to the next strategy way too quickly before fully understand the performance implications of the first one and that in the long run really constraints our ability to learn.

Specific goals can be quiet effective in familiar environment where a specific subset of strategies known to work well, an environment where you have good intuitions on which set of strategies to use.

If the environment is poorly understood or complex, if you have a wide range of strategies to reach a goal, has no strong intuitions on which strategies are effective or optimal, think setting less specific goals. This is one circumstance where “do your best” can work better than SMART goals.

“A growing body of research shows that end users—customers, clients, patients, and others who benefit from a company’s products and services—are surprisingly effective in motivating people to work harder, smarter, and more productively.”

Impacts

“impact: Employees see for themselves how their work benefits others. “

“appreciation: Employees come to feel valued by end users.”

“empathy: Employees develop a deeper understanding of end users’ problems and needs and thereby become more committed to helping them. “

Make Goals Meaningful

People who found meaningful work also reported greater level of job satisfaction, grater satisfaction in life meaning and greater overall satisfaction in life.

One of the most effective strategies to help people to see their goals with meaning is to see how their products impact lives of others.

Autonomy and Skill Variety

Advice: Rotate employees from one role to another every 3 years. If an employee is stuck in a role for more than 3 years, that typically correlates with lower level of engagement and motivation.

Understanding Human Needs and Drivers of Performance Across Cultures

Drivers of Performance at Work

Salary, bonus (L)

Extrinsic

Control, autonomy (M)

Relationship with supervisors, coworkers (H)

Intrinsic

Positive work conditions (M)

Opportunity for growth, advancement (H)

Recognition (L)

Extrinsic

Meaning in the work (H/M)

Understanding Human Needs to Motivate People

Hierarchy of Needs (Maslow)

Physical

Safety

Belonging/Social relational

Self esteem (identity, confidence, status)

Self actuation (meaning in life/work, purpose)

Core values of people’s needs: (in ranked order)

benevolence,

independence (autonomy),

understanding (wisdom),

security

conformity,

achievement,

pleasure,

excitement,

tradition, and

power

Hygiene Factors vs. Motivators (Hertzberg)

Motivators explained 81% of the variation in job satisfaction across people.

Achievement

Recognition

Work itself

Responsibility

Advancement

Growth

Hygiene factors explained 69% of the variation in job dissatisfaction across people.

Company policy/admin

Supervision

Relationship with supervisor

Work conditions

Salary

Relationship with peers

Personal life

Relationship with subordinates

Status

Security

Extrinsic vs. Intrinsic (Deci + Ryan)

Extrinsic motivators

Money

Badges

Titles

Points

Fear of failures

Gold Stars

Competition

Can be demotivating to a person’s intrinsic motives and performance by exclusively focusing on extrinsic rewards

If providing “opportunity for improvement” feedback, to avoid the situation that the employee stopped listening after receiving the feedback is to schedule the development planning in a separate session.